Red Bull GmbH in Soft Drinks World

June 2010

Scope of the Report

Soft Drinks: Red Bull GmbH

© Euromonitor International

Scope
• 2009 figures are based on part-year estimates.

SOFT DRINKS OFF-TRADE RTD VOLUME 471 billion litres

Carbonates 152 billion litres

Fruit/Vegetable Juice 55 billion litres

Bottled Water 177 billion litres

Functional Drinks 13 billion litres

RTD Concentrates 42 billion litres

RTD Tea 24 billion litres

RTD Coffee 4 billion litres

Disclaimer Much of the information in this briefing is of a statistical nature and, while every attempt has been made to ensure accuracy and reliability, Euromonitor International cannot be held responsible for omissions or errors Figures in tables and analyses are calculated from unrounded data and may not sum. Analyses found in the briefings may not totally reflect the companies’ opinions, reader discretion is advised

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Soft Drinks: Red Bull GmbH

© Euromonitor International

Strategic Evaluation Competitive Positioning Market Assessment Energy Drinks Opportunities Brand Strategy Production and Operation Recommendations

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Strategic Evaluation

Soft Drinks: Red Bull GmbH

© Euromonitor International

Key Company Facts
Red Bull GmbH
Headquarters Regional Involvement Fuschl am See, Austria Western Europe, Eastern Europe, North America, Latin America, Asia Pacific, Australasia, Middle East & Africa Functional drinks, cola carbonates 0.1% 5.4%

Red Bull – energy drinks pioneer
• Austrian company Red Bull has created the global market

Category Involvement World soft drinks share by off-trade RTD volume (2009) Off-trade RTD volume growth (2008-2009)

for energy drinks, and the pioneering Red Bull brand became synonymous with energy drinks for a large number of consumers. • Despite rising competition, Red Bull continues to comfortably lead the global energy drinks market by both volume and value. Since 2005, the company’s shares have stabilised; 2008-2009 saw Red Bull’s global share dip slightly due to the increasing competition from Monsters which benefits from The Coca-Cola Company’s distribution network. • In terms of value, the premium-priced Red Bull commands an even stronger lead, although the company saw a fall in US dollar growth (y-o-y ex rate) in 2008-2009 amidst the recession in developed Western markets and .

Red Bull slowdown in the recession
• Red Bull is produced at a single facility in Austria and then

distributed around the world via a network of local subsidiaries and external importers and distributors. The expansion of international distribution has been central to Red Bull’s growth strategy, with the brand now available in more than 130 national markets around the world. • Despite the recession, North America remained the most important region in 2009, accounting for 38% of the company’s off-trade volume sales, closely followed by Western Europe with 32% of sales. Latin America and Australasia managed double-digit volume growth in 20082009, albeit from low bases.
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the Middle East and South America in the short term. Hansen Natural outperformed Red Bull in 2008-2009. Red Bull saw its sales fall by 2% in 2008-2009. • In terms of revenues at corporate level. To combat the new stream of competition. and the US-based company has plans to expand its global reach in 2010. 5 . Red Bull introduced Red Bull Energy Shot in late 2009. Hansen Natural’s geographic coverage expanded rapidly following the distribution agreements with The Coca-Cola Company. chiefly due to the weakened consumer purchasing power in developed Western markets and the increasing competition from Hansen Natural. especially Europe. The influx of energy shots brands has widened energy solutions to consumers. Hansen Natural is quickly establishing shares in Europe. which inevitably are pressurising more established brands such as Red Bull.Strategic Evaluation Soft Drinks: Red Bull GmbH © Euromonitor International Red Bull Under-performs Hansen Natural • According to the company’s report.

which has a large youth population. is likely to which needs to remain high to intensify in upcoming years. are fickle and highly drinks multinationals. To many consumers. 6 .e. keep the brand strong. consistent brand image (an independent. The company can be vulnerable to this limited offering. Red Bull has a limited product portfolio compared to the rising number of rivals with a plethora of flavour variants. which should ensure positive longterm growth even if certain markets reach maturity. which These rivals have extensive could become an issue if Red distribution networks and can Bull’s margins are squeezed secure a prominent product with intensifying competition. Hybrid products Hybrid energy drinks that also contain juice or tea extract may offer better longer-term growth opportunities than extending the Red Bull brand into unrelated product categories (i. The product is still controversial in a few markets. Strengths Weaknesses Opportunities Threats New Markets The US and Western Europe are traditional markets for Red Bull’s global revenue. positioning in stores. Red Bull’s key Competition from major soft audience.Strategic Evaluation Soft Drinks: Red Bull GmbH © Euromonitor International SWOT – Red Bull GmbH Strong brand image Red Bull has been the pioneer in energy drinks and has established a strong. The company should increase its presence in high-growth markets such as Latin America. keen to fashion-conscious consumers. Red Bull is synonymous with energy drinks. Limited product portfolio Within the soft drinks market. edgy brand in tune with young consumers) globally. Broad geographic presence Red Bull has a broad geographic presence. Fickle nature of “Generation Y” Major soft drinks players muscle in “Generation Y”. and may help attract new consumers to the category. Vulnerable to Regulatory Control The relatively high caffeine content of Red Bull makes the brand highly vulnerable to regulatory control. cola carbonates). dynamic category. capitalise on the growth This explains the huge opportunities afforded by this marketing expenditure needed.

Developing new brands and clearly differentiating them from the Red Bull core brand may be a more successful way of expanding the consumer base in the long term (as The Coca-Cola Company has done successfully with its Diet Coke and Coca-Cola Zero brands). With this extension the company aims to capitalise on the current consumer trend towards “natural” ingredients. 7 . retaining an allessential “cool image” will become increasingly difficult with ever rising competition from a plethora of smaller. Demand within this target market appears far from saturated. Reconciling mass-market success with “edgy” roots Long-term focus has to remain relevant with the core audience and retaining its edgy image with this consumer group. expanding the consumer base beyond its “hard core” of energy drinks consumers will become more important. New market entrants may become more attractive to the new generation of young consumers who want to be different and for whom the mass-market Red Bull may no longer be “cool” or “trendy” enough. On the other hand. its dominance in the on-trade. which may become increasingly difficult with the brand’s status as a major global brand that achieved mass-market success. as evident from the continuous dynamic growth achieved by energy drinks (the fastest-growing soft drinks category globally). However. at least in the short term. An audacious attempt at extending the reach of its brand has been the extension of Red Bull into the cola category. energy drinks consumers may turn their backs on it. In any case. While the product has achieved initial success. the expansion of its non-impulse off-trade presence (in particular within non-impulse channels such as supermarkets/hypermarkets) carries a significant risk of undermining the brand’s fashionable image. However. Red Bull has already started to extend the brand’s reach to new consumer groups not attracted to the brand’s image or the concept of energy drinks generally. as it does not tie in with the brand image of the original Red Bull energy drink.Strategic Evaluation Soft Drinks: Red Bull GmbH © Euromonitor International Key Strategic Objectives and Challenges Extending the brand’s reach to new audiences without diluting the brand image The core market for energy drinks is young consumers (specifically males) aged 16-25 years. brands. and may in fact end up alienating existing Red Bull consumers from the brand. competition is also intensifying and to maximise long-term growth potential. Remaining relevant among the core of younger consumers while expanding its presence in the mass market will be a major challenge for the company going forward. may preserve Red Bull’s “cool factor” also in the off-trade. it remains doubtful whether such a move proves to be successful in the long term in some markets. and the company clearly targets an older consumer group that is typically more interested in product ingredients than younger consumers. where it is a popular mixer with spirits. specifically in the nightclub circuit. If the brand becomes too mainstream. with the positioning of an “all natural” cola alternative. and potentially trendier.

Soft Drinks: Red Bull GmbH © Euromonitor International Strategic Evaluation Competitive Positioning Market Assessment Energy Drinks Opportunities Brand Strategy Production and Operation Recommendations 8 .

While growth remains far above the soft drinks average. The recession affected the pace of growth of energy drinks generally. the lower retail price of Monster is one of the winning factors. Red Bull’s growth rates have also been slowing down at a global level. The demand for diversity of drinks has diluted the intense need for energy drinks. the dynamism of energy drinks has attracted a large number of soft drinks players. Indeed. with off-trade volume sales growing by 25% and 4%.Competitive Positioning Soft Drinks: Red Bull GmbH © Euromonitor International Red Bull Continues to Outperform Global Soft Drinks Market • Red Bull consistently outperformed the overall soft drinks market throughout the 2004-2009 period. respectively. The company enjoys the admirable position as the strongest player in one of the most dynamic soft drinks categories. Since then. energy drinks. growth rates have remained dynamic in the US market – which became a key contributor to the company’s global growth – but have slowed down considerably. 9 . the company continues to reap the rewards of essentially having created the global energy drinks category. • Since 2006. In 2008-2009. • The rapid growth of functional water has somewhat diverted consumer attention from energy drinks. • Growth peaked in 2004 due to a particularly strong volume performance in the US. Hansen Natural largely outperformed Red Bull in the US. but energy drinks has proved the most resilient category. including major multinationals such as The Coca-Cola Company and PepsiCo looking to seize growth opportunities outside their mature core categories. Comparatively.

It is getting hard for Red Bull to uplift its share if it continues with its limited offer.8 10.9 0. thanks to the two countries' swift recovery from the global economic slowdown. It is noteworthy that both cola giants are set to achieve double-digit growth in the key developing markets of China and India.7 1 2 3 4 5 6 7 8 9 Coca-Cola Co. In 2008-2009.3%) thanks to its more balanced geographic spread. will see over 50% of its global off-trade RTD volume growth come from one single market. Although both saw a marginal drop in share in 2008-2009.1 1. This is further evidence of the benefits of geographic diversification. • As consumers are increasingly demanding a diversity in drinks.8 2.9 0.9%) is expected to outperform PepsiCo (-0.1 3. and the economic downturn has had only a minor impact on the rankings. The Coca-Cola Company (1.4 1. many multinationals are working to broaden their offerings to grow share of throat. Global Soft Drinks Top 10 Companies by Offtrade RTD Volume 2009 Rank Company Off-trade RTD volume % share 20.3 0. China. which started in late 2008. • The Coca-Cola Company. Groupe Kraft Foods Inc Dr Pepper Snapple Group Inc Tingyi (Cayman Islands) Holdings Corp Suntory Ltd Hangzhou Wahaha Group 10 AJEGROUP 10 .6 4. while major acquisitions have been the key contributor to improving global position. • The Coca-Cola Company. for example. The PepsiCo Inc Nestlé SA Danone. indicating the pace of growth and the growing importance of the country to the company’s scale. PepsiCo and Kraft Foods all maintained their positions in terms of off-trade RTD volume in 2009.Competitive Positioning Soft Drinks: Red Bull GmbH © Euromonitor International Top 10 Soft Drinks Companies by Off-trade RTD Volume 2009 • The Coca-Cola Company and PepsiCo jointly accounted for around 31% of the global soft drinks market by offtrade RTD volume in 2009. the two cola giants are immovable.

And which have gone down? • Separation from its Chinese partner Wahaha has resulted in Danone dropping to fourth place in the global soft drinks rankings. overtaking five players to reach 14th place following the acquisition of Cadbury Schweppes‘s business in Australia. in which consumers are tightening their belts and looking for cheaper alternatives. major Japanese food and beverage companies are preying on overseas targets and are moving in fast in Asia. Oceania. While the Swiss giant is struggling with its bottled water business in developed markets. • The Chinese beverage conglomerate Hangzhou Wahaha has started to showcase its strength for the first time on the global stage as a global brand owner and a powerful soft drinks company.3% in 2008-2009 compared to 1. indicating the severity of competition among the top tier multinationals. In North America. its Nestea powder concentrates are performing exceptionally well in the key emerging market of the Philippines. slightly outperforming the overall soft drinks market (2.6 billion for the two acquisitions. • Finally. Suntory paid an estimated US$4. Suntory has moved up to eighth place as a direct result of the acquisition of Frucor in Australasia and Orangina-Schweppes in Europe.1% in 2007-2008. for example. Nevertheless. The world's top dairy player's change in overall business strategy has had a profound impact on its ranking in soft drinks. which enabled it to gain a mere 0. The cessation of merger talks between Suntory and Kirin demonstrates the complexities in M&A activities and the difficulties of integrating different corporate cultures and strategic objectives even within the same country. many companies have reacted to the poor economic climate by introducing budget products for recession-weary consumers. internationally.9%). The company sold Frucor to Suntory in 2009 to fund its dairy expansion. thanks to the successful launches of Nestea Litro and Nestea Fit. • Nestlé has swapped positions with Danone.4% in 2008-2009. moving up into third place in 2009. Armed with a substantial war chest. these companies are faced with a deep recession and a saturated marketplace. 11 . The segment's main source of growth will essentially be the developed markets.3 percentage points share increase in terms of off-trade RTD volume. 2009 has been a triumphant and eventful year for Japanese companies. In their domestic market. they are aggressively buying assets across continents. Europe and North America. off-trade RTD volume sales of private label grew by 3. private label sales are estimated to grow by 4. • Asahi has made the most spectacular jump in 2009.Competitive Positioning Soft Drinks: Red Bull GmbH © Euromonitor International Japanese Companies Gain Through Acquisition • On the world stage.

considering that the company’s sales stem from a very narrow product portfolio.0 3. Suntory’s bold and aggressive penetration of the affluent European and Australasia markets has somewhat shocked existing players. Red Bull ranks number 10th in 2009 in the global soft drinks market by value. the company plays a much more important role in the soft drinks market when measured in value terms.3 1. showing China is a typical low-value and highvolume market. Global Soft Drinks Top 10 Companies by Offtrade RTD Value 2009 Rank Company 1 2 3 4 5 6 7 8 9 10 Coca-Cola Co. are both outside the top 10 companies by value. • Contrary to Suntory’s value position. • Suntory is ranked number four by value and number seven in 2009 by off-trade volume.3 2.Competitive Positioning Soft Drinks: Red Bull GmbH © Euromonitor International Red Bull Retains its Premium Status • Red Bull does not rank among the top 10 players in off-trade volume terms. Groupe Kirin Holdings Co Ltd Asahi Breweries Ltd Ito End Ltd Red Bull GmbH Off-trade value % share 25. respectively.1 1. with Red Bull being a premium-priced soft drink. will effectively raise the profile of Monster and Rockstar and consequently. Quite surprisingly however.1 12 . The two companies concentrate their sales in China. may impede Red Bull’s rise into the top five companies by value in the short to medium term. The Coca-Cola Company’s and PepsiCo’s distribution with Hansen Natural and Rockstar. • Unsurprisingly.5 2.1 2. suggesting the company is focusing on the value market. Tingyi and Wahaha. Suntory’s strong position in domestic Japan and the acquisition of Frucor and Orangina-Schweppes will improve both its volume and value positions substantially. prominent players in volume terms.0 1.1 1. but its ranking has improved considerably over the last five years.2 12. The PepsiCo Inc Nestlé SA Suntory Holdings Ltd Dr Pepper Snapple Group Inc Danone.

Competitive Positioning Soft Drinks: Red Bull GmbH © Euromonitor International Red Bull – Undisputed Leader in the On-trade • The on-trade has played a major role in Red Bull’s growth strategy. The MBG International Premium Brands GmbH TC Pharmaceutical Industry Co Ltd Uni-President Enterprises Corp Suntory Holdings Ltd Dark Dog Trading GmbH Lizur Trading GmbH GlobalBev Bebidas e Alimentos Ltda HMM International Inc 2005 25. Russia. United Kingdom 13 . India.9 2. as bars will be increasingly attracted to lower-priced alternatives. it has established itself as a popular mixer with spirits in bars and nightclubs. France.5 4. and whether this was intentional or not.1 3. • One issue in the on-trade is reportedly that Red Bull is only available in cans. and energy drinks may have matured sufficiently for customers to perhaps demand Red Bull (which became synonymous with energy drinks). and has filed suits against bars and clubs serving other brands to customers requesting Red Bull.5 1. It has kept a large gap between itself and PepsiCo. Mexico.4 0. In the long term.1 2009 28. whereas rival products are available as syrups which can be used with a beverage gun. as well as producing more waste. Germany.8 20. • On-trade sales are significant. which performed particularly well in Spain.8 0. Brazil.3 3.6 6. without making customers aware of this. Italy.3 22. as long as they taste similarly. Red Bull thus takes up more inventory space.2 Note: Key markets refer to China. Even though the product is not actively marketed as a drink to be consumed as a mixer. • Red Bull vigorously protects its on-trade business. which in turn accelerated its success rate in the off-trade. Spain.1 0.2 0.0 2.6 0. but also accept alternatives.7 2. Functional Drinks Major Players: Combined Company % Share by On-trade Volume in Key Markets Company Red Bull GmbH PepsiCo Inc Coca-Cola Co. USA.5 0. this may not be sufficient to keep the competition out of the on-trade. but the bulk of sales today are derived from the off-trade. Red Bull has consolidated its position in the on-trade channels over the 2005-2009 period in functional drinks. it certainly helped Red Bull attract a following among the core youth demographic. The Coca-Cola Company improved its market share substantially thanks to the strong brand Aquarius.2 0.2 2.

Soft Drinks: Red Bull GmbH © Euromonitor International Strategic Evaluation Competitive Positioning Market Assessment Energy Drinks Opportunities Brand Strategy Production and Operation Recommendations 14 .

but there is no sign yet if Red Bull will diversify into other categories such as high-growth RTD tea and fruit/vegetable juice. • Red Bull entered carbonates in 2008 with some success. compared to a much more modest outlook for the large but mature carbonates (1% CAGR for both volume and value). Going forward.Market Assessment Soft Drinks: Red Bull GmbH © Euromonitor International Energy Drinks Carry Value Prospects • Red Bull is in an enviable position as the leading player in one of the most dynamic soft drinks categories. Energy drinks is predicted to grow at a CAGR of 5% in both off-trade volume and value terms over the 2009-2014 period. 15 . Red Bull needs to continue to strengthen its brand image and distribution in order to defend its position in the face of the growing competition from The Coca-Cola Company and PepsiCo systems.

Red Bull started with its geographic expansion strategy relatively early. High affordability is one of the attractiveness of mature markets. Indeed. Having entered the market in 1997. having a presence and indeed having created the energy drinks category in many markets worldwide. effectively creating the energy drinks category there. 16 . there remain growth opportunities in all geographic markets for Red Bull. • Compared to Rockstar and Hansen Natural and other Japanese players. However. both Austria and Germany saw their share in Red Bull’s global sales shrinking. The top six markets account for just over 60% of the company’s global off-trade volume sales. which is undoubtedly linked to Red Bull’s Austrian heritage. In fact. with the remainder stemming from a large number of smaller but (in most cases) dynamically growing markets with plenty of further growth potential. despite the country’s much smaller size. sales in this market grew dynamically in recent years. its home Austrian market remains key to the company. There is also a great deal more competition in mature energy drinks markets than in new markets. • With no other country yet to reach the per capita consumption figures of Austria. newer markets have gained weight on the corporate scale in the last few years.Market Assessment Soft Drinks: Red Bull GmbH © Euromonitor International Red Bull: Newer Markets Gain in Weight • Red Bull is a truly global player. accounting for a similar share of off-trade volume sales as neighbouring market Germany. however. Austria has the highest per capita consumption of energy drinks in the world. with consumption reaching maturity. The US became of major importance to the company.

Soft Drinks: Red Bull GmbH © Euromonitor International Strategic Evaluation Competitive Positioning Market Assessment Energy Drinks Opportunities Brand Strategy Production and Operation Recommendations 17 .

However. Opportunity Zone 18 . Most regions therefore hold growth opportunities for Red Bull. The consumer switch from carbonates to other beverages will create good opportunities for Red Bull to expand. Japan has the world’s most established energy drinks market and consumption of energy drinks has reached maturity. Asia Pacific’s growth potential for energy drinks is discounted upon Japan’s predicted decline over the 2009-2014 period. showing that all energy drinks players cannot afford to compromise the mature consumers market. the Philippines and Thailand are growth engines for the region. the maturity in Japan does not necessarily mean doom for a strong powerful brand like Red Bull. North America will contribute nearly half of the global absolute increase by off-trade volume over the 2009-2014 period. Indeed. • Ostensibly. However. Red Bull has to face competition from more established players such as PepsiCo (67% off-trade volume share. in Latin America. 2009) and The Coca-Cola Company (10%). The current recession and fragile recovery should not put major players off from the US.Energy Drinks Opportunities Soft Drinks: Red Bull GmbH © Euromonitor International Latin America Offers Exciting Potential • Energy drinks is a comparatively high-growth soft drinks category. Other markets such as China. • Latin America represents a good growth opportunity for Red Bull. which continues to have potential in all world regions. In off-trade volume and value terms. and Mexico is currently the largest market for Red Bull in the region. in functional drinks. Energy drinks has an old-fashioned image and it has to compete against a wide range of drinks with functional attributes across all soft drinks categories. North America and Western Europe remain the most important contributors to the global growth of energy drinks.

ahead of Red Bull.5 1 2 3 4 5 6 Red Bull GmbH Hansen Natural Corp GlaxoSmithKline Plc PepsiCo Inc Coca-Cola Co. The distribution deal with The Coca-Cola system will further benefit the global reach of Hansen Natural. rival brands such as Rockstar have also been successful at building a brand image that connects with young consumers and have been building share by offering larger can sizes at a lower unit price compared to Red Bull.9 7.4 5. Hansen Natural has had enormous success with its Monster energy drink in its home US market.4 7.6 10.0 8. and there have been major changes among the top five over the 2005-2009 period. there is significant activity in the market which is attracting investment from many major soft drinks players.0 4.3 10. Global Energy Drinks: Top 10 Players 2005/2009 by Off-trade RTD Volume Company % Rank % Rank company 2005 company 2009 share share 2005 2009 18. Additionally.6 2. thus offering more value for money. However.Energy Drinks Opportunities Soft Drinks: Red Bull GmbH © Euromonitor International Red Bull Continues to Lead in Global Volume Terms • Red Bull remained the leading player in the global energy • • • • drinks market with an off-trade volume share of nearly 20% in 2009. Rankings below Red Bull are therefore not static.7 2. consistently moving up in the rankings and has now claimed the number two spot by volume. The TC Pharmaceutical Industry Co Ltd Osotspa Co Ltd Rockstar Inc Suntory Holdings Ltd Otsuka Pharmaceutical Co Ltd 7.6 6.4 1 6 2 4 7 3 19. While Red Bull is in no immediate danger of losing its number one spot. At the time of writing.5 7 8 9 10 19 .6 6. where it became the number one energy drinks brand.4 3.3 5. Hansen Natural has been a rising star in the market.7 8. in volume terms. there was speculation that The Coca-Cola Company may be looking to buy a stake or fully acquire Hansen Natural.5 2.4 5 9 10 8 5. rising competition in the maturing US market as well as in Western Europe may force Red Bull to adjust its pricing strategy and sacrifice some of its margins to be able to defend its volume share in these markets.4 4.

only smaller and often with a higher head-spinning dose of caffeine. but that is unlikely to deter the category. Energy shots are a quick fix pick-me-up that could appeal to anyone from bankers to postmen to bus drivers. the youthful profile of mainstream brands works well for their fan base. • To date.Energy Drinks Opportunities Soft Drinks: Red Bull GmbH © Euromonitor International Shots Refreshes the Look of Energy Drinks • One of the big obstacles to the stronger global development of energy drinks is their comparatively narrow consumption base. but alienates it from many adult consumers who might otherwise be receptive to energy-boosting beverages. The energy drinks growth story is far from over. • Energy drink shots. 20 . according to Euromonitor International. Notwithstanding its good-for-you credentials. only intensify the health debate on energy drinks. Of more pressing importance is the need for deeper international penetration and a quick return to the double-digit growth rates of the past 10 years. packaged in miniature servings of 1-2 ounces. The upside argument for heavier investment in this category is that the concept is more firmly focused on functionality than mainstream energy drink brands. high-profile shots market will. might fairly be described as the soft drinks equivalent of an espresso coffee. • A new. Specifically. Energy drinks are not an obvious category from which to build a strong segmentation strategy. Yakult is typically consumed because of its energy-boosting effect. of course.5 billion in 2008. non-alcoholic liquid beverage is Yakult. but there is room for an innovative soft drinks shots market. Energy drinks could also leverage a revitalised shots market to build more stable positions outside the US. a probiotic drinking yoghurt that. Small size functional drinking yoghurts and vitamin supplements are a competitive playing field. but a new generation of so-called energy shots have opened a potentially lucrative window of opportunity. and they have a more daylight occasion profile compared with the hedonistic nocturnal profile of energy drinks. had a worldwide annual retail value of over US$2. the world's best-selling miniature size. Recent launches include Coca-Cola's Relentless in the UK and Red Bull's Energy Shot Dietary Supplement in the US.

Energy Drinks Opportunities Soft Drinks: Red Bull GmbH © Euromonitor International Monster Overshadows Red Bull by Volume in North America • North America became a key market for Red Bull. another issue contributing to the gradual fall in Red Bull’s share is the fact that rival brands are available in a much wider range of flavour variants. Energy drinks is a relatively recent development in the region. accounting for nearly 40% of the company’s global off-trade volume sales of energy drinks. which is sold at a lower unit price. Red Bull’s entry strategy focused on establishing a presence in the on-trade which opened opportunities in the off-trade for the company. Monster has furthermore benefited from widened distribution through distribution deals with major players in the beverages industry (The Coca-Cola Company. with the category having been created by Red Bull’s 1997 entry into the US market. Competition has greatly intensified. Anheuser-Busch). all looking to get a share of this attractive market. with Monster. offering consumers choice. As in other markets. This strategy proved very successful also in North America. • However. so much so that Red Bull lost its number one spot in volume terms in the region. • Apart from the higher price. and Red Bull certainly can no longer take its first-mover advantage as a guarantee for long-term success in the market 21 . as well as (perhaps even more importantly) occupying larger shelf space due to the larger number of SKUs. and the company’s sales in the region grew very dynamically. • Although Red Bull has created the energy drinks category and is thus able to position itself as “the real thing”. having ousted the company from the number one position in 2008. both large and small. the dynamic category attracted the attention of other players. this fact may become less and less relevant to the new generation of energy drink consumers.

fruit/vegetable juice and bottled water. and further diversify its beverage portfolio beyond juices and waters. In April 2010. the Austrian company continues to lead by value due to its relatively high unit price. Adding such a proven brand is a rare opportunity in energy drinks. where hundreds of brands around the world are created and discontinued each year and few have been able to build sustained momentum. Although Red Bull was outdone by Hansen Natural by volume. energy drinks maintained positive growth in both volume and value in 2008-2009 contrasting to declines in carbonates. 22 . • Outside of North America.Energy Drinks Opportunities Soft Drinks: Red Bull GmbH © Euromonitor International Red Bull Continues to Outweigh Monster by Value in NA • Globally. The alliance between Suntory and Rockstar represents a real threat for Red Bull in the Pacific Rim. Specifically. capturing further share in the US will also be a far more difficult task as there is a high degree of innovation from competitors in terms of flavours. Red Bull is also facing competition on all fronts. North America remains the key battleground for energy drinks players as the region has a large population and affordability of energy drinks remains high even during the recession. However. Suntory’s Frucor Beverages Ltd announced a deal to assume the licence to manufacture and distribute Rockstar Energy in Australia and New Zealand. the move allows it to compliment its primary energy drink brand V. pack sizes and designs. From Frucor's perspective.

with Relentless outshining its sister brand Burn in Western Europe. however. The distribution deal with Hansen Natural will help Coca-Cola increase revenues in the region. The company has had some success. Coca-Cola seems to still be going through an “experimentation” phase with its energy drinks business. 23 . MBG was a star performer in 2008-2009 thanks to its brand Effect. • The Coca-Cola Company has been very active in energy drinks in the region. where the sale of the drink was finally allowed in 2008. Currently. undoubtedly attracted to the category as it offers better growth prospects – and margins – compared to its core carbonates business. which ranked second and achieved an 8% volume share in the five years since its introduction in Germany. and has not yet put its full weight behind one single brand. albeit from low levels. and where the company should theoretically be able to achieve significant growth over the next few years. as it has a range of brands in different markets. However. with growth rates well ahead of Red Bull’s in the last few years.Energy Drinks Opportunities Soft Drinks: Red Bull GmbH © Euromonitor International Coca-Cola Represents a Threat in Western Europe • Red Bull’s major development in Western Europe has been its entry into the French market. the company saw sales significantly slow down amidst the recession due to the weakened consumer purchasing power. 2008-2009 saw Coca-Cola push hard on Relentless. This is a very different brand strategy from that in fruit/vegetable juice and carbonates. • Smaller players such as MBG and Dark Dog performed well. in 2008-2009.

Red Bull is coming under intense pressure from rival brands. The lower unit price of Tiger Energy Drink has no doubt played a role in the brand’s rising popularity in the country. However. Red Bull performed better than PepsiCo during the recession.Energy Drinks Opportunities Soft Drinks: Red Bull GmbH © Euromonitor International Red Bull Under-performs in Eastern Europe in 2008-2009 • Energy drinks recorded dynamic growth in Eastern Europe. Importantly. However. which carried on its strong growth momentum during the economic slowdown. to PepsiCo. which accounts for nearly half of total off-trade volumes in the region. However. 24 . in particular the new domestic Tiger Energy Drink. the brand also receives strong marketing support. The focus for Red Bull in the region has to be to stop the further erosion of its share in the key markets. the economic downturn impeded the pace of growth slightly in 2008-2009. with the top three companies accounting for nearly half of off-trade volume sales in 2009. Red Bull ranked second. • In Russia. with off-trade volume sales increasing by nearly 471% over the 2004-2009 period. another key market. with its share declining by 600 basis points over the 20052009 period. In Poland. • A key energy drinks market is Poland. Eastern Europe has a consolidated energy drinks market. Red Bull has under-performed the market in recent years.

• The rising penetration of private label in energy drinks is also an indicator of market maturity.1 0. are attracted to the lower price offered by private label products.7 11. its superior positioning (and thus higher price) may not be sustainable in the region in the long term.6 25 .3 0. the off-trade volume share held by private label rose dramatically over the 20012009 period.4 0. private label plays a significant role in Europe’s energy drinks market.2 6.3 0.7 3. With this factor becoming gradually less important to European consumers.3 11. an impressive rise from 4% in 2006.5 Western Europe 10.0 3.6 2.8 12. • Private label is a major part of Europe’s fmcg market overall. Price-sensitive consumers in the region. private label held a massive 40% off-trade volume share of energy drinks in 2009. Red Bull is all about image rather than superior taste or higher quality ingredients. In both Western and Eastern Europe. It is image that justifies its price premium.1 0.2 Eastern Europe 3. and in particular in countries such as Germany.0 0. but they also trust the products as being of comparable quality to the branded equivalents.5 Latin America 0.Energy Drinks Opportunities Soft Drinks: Red Bull GmbH © Euromonitor International Private Label Gathers Growth Momentum in Europe • In contrast to North America. and suggests that “brand image” is no longer the ultimate factor influencing consumers’ purchasing decisions (at least for a significant proportion of consumers).9 6. private label now holds a 13% share of the market (off-trade volume). and in Eastern Europe private label’s share reached 7% in 2009. Energy Drinks: Private Label % Market Share by Off-trade Volume Region 2006 2007 2008 2009 World 2. In Western Europe.8 4. In Germany.1 North America 0.

Red Bull enjoys a dominant position in most Latin American markets and with first-mover advantage and no strong competition as yet. While stricter regulation would negatively impact growth. The product is mainly targeted at teenagers and young adults and is substituting cola carbonates for providing an energy boost before a lecture or early morning class. with the Ministry of Health seeking to ban the practice of mixing energy drinks and alcohol at least in on-trade outlets. Despite the economic slowdown. 26 . energy drinks continued to grow at a dynamic rate in 2009 in Mexico. energy drinks thrive on being controversial and the core youth demographic is unlikely to turn its back on energy drinks anytime soon – provided it stays within their reach in terms of price. Mexico is the largest energy drinks market in the region by volume and Brazil is set to be the main contributor to overall regional growth over the 2009-2014 period. chiefly due to an increased consumer base. with an off-trade volume share of 61% in 2009.Energy Drinks Opportunities Soft Drinks: Red Bull GmbH © Euromonitor International Red Bull Focusing on Mexico and Regulatory Challenge • Energy drinks grew dynamically in Latin America over the review period. Red Bull has a very strong position in Mexico. • Overall. its mixing with alcoholic drinks remains popular – but also increasingly controversial. it has been the main benefactor of growth in energy drinks volumes in the region. Also.

AmBev and The Coca-Cola Company will go head to head with their sports drinks products. Considering the long-term benefit. Red Bull is advised to consider setting up a production facility in Mexico to produce the drink locally for the Latin America region and to supply North America. Gatorade and i9 Hidrotônico. Groupe Bomba Energia Getraenkevertriebs GmbH PepsiCo Inc 53. 27 . mainly in cities such as São Paulo. Red Bull and GlobalBev are likely to focus their marketing efforts on strong markets such as the southeastern and southern regions of the country. The Danone.Energy Drinks Opportunities Soft Drinks: Red Bull GmbH © Euromonitor International Coca-Cola a Growing Threat to Red Bull in Latin America Major Energy Drinks Companies by Offtrade Volume % Share 2005/2009 in Latin America 2005 Red Bull GmbH Starzinger GmbH & Co KG Coca-Cola Co.1 • Although Red Bull dominates energy drinks in Latin America. As the company has massive distribution infrastructure.7 1.5 3. Within functional drinks.3 3.4 5. Rio de Janeiro and Belo Horizonte.9 2009 51. • Red Bull needs to continue to expand its geographical coverage in Latin America and increase its brand profile. The Coca-Cola Company is ranked second in energy drinks and the newer brand Gladiator is one of the fastest growing soft drinks brands. it can become the toughest rival to Red Bull in the medium term when The Coca-Cola Company is expanding into this category seriously. respectively. Marketing activity and optimisation of logistics and distribution channels are likely to be explored by the main players in functional drinks over the forecast period. The latter has increased its investment in this lucrative category.9 3. • In Brazil.1 3. with Burn and Gladiator benefiting in particular.9 3. it 0.1 Note: . the production and transportation costs will be largely reduced and the price can be more affordable to local consumers.3 5. for example. In this case.refers to no market share or negligible share has lost some market share to Starzinger and The Coca-Cola Company over the review period.

TC Pharm’s Red Bull (a share of 81% by off-trade volume) has deep penetration in first. ranking in sixth position. the original version was not carbonated and was sweeter). as Red Bull founder Dietrich Mateschitz adopted it • • • • from the Thai beverage Krating Daeng in 1984. The company is highly successful in the region. such as functional RTD tea or RTD coffee or traditional tonics. The dominant player is TC Pharmaceutical Industry. despite the historic importance of the region for Red Bull. not least because its Red Bull drink had been reformulated to suit Western consumers’ tastes and is thus arguably not in the best position to compete with a brand that is tailored for Asian consumers’ palates. Another challenge for Red Bull is the fact that energy drinks in the region have to compete against many other functional beverages. In China. 28 . Red Bull is a rather minor player in the region. He reformulated and repackaged the product to adapt to European tastes (e. However.Energy Drinks Opportunities Soft Drinks: Red Bull GmbH © Euromonitor International Red Bull Slows Down in Asia Pacific in 2008-2009 • Asia Pacific (specifically Thailand) is the birthplace of Red Bull. Asia Pacific accounts for a small portion of the company’s global sales. and F&N’s strength and strong local knowledge should help Red Bull’s further penetration in the country.and second-tier cities. and it will be a challenge for Red Bull to compete with this energy drinks giant. with a very modest volume share of less than 4% in 2009. of just 5% of off-trade volume.g. for example. Lucozade’s expansion into China also represents a threat to the Austrian Red Bull. with its version of Red Bull – based on the original Krating Daeng. Red Bull signed an agreement with F&N Beverage Marketing for the sales and distribution of Red Bull in Malaysia. In 2009.

3 9.3 8.8 7.3 9.2009/2014 absolute off-trade volume growth mn litres .1 31.4 18.Energy Drinks Opportunities Soft Drinks: Red Bull GmbH © Euromonitor International Major Energy Drinks Growth Markets in Asia Pacific 7.6 29 Note: figures: Energy drinks .

3 35.1 -1.6 -1.0 -4.4 -0. The Asahi Breweries Ltd Yakult Honsha Co Ltd Red Bull GmbH Others TOTAL 0. despite the fact that the outlook for energy drinks overall is bleak in the country (the category is expected to record a decline in sales).5 -3. most major players suffered a severe decline in sales in Japan. In this market.5 18.8 -6. Red Bull’s experience in Japan is also encouraging.3 -8. The recession makes the trading environment worse in which the consumption of energy drinks has reached maturity and the demographics is unfavourable to the development of youth-oriented drinks. meaning mature markets are not definite no-go areas for ambitious and financially strong players.4 3. Red Bull bucked the trend and performed exceptionally well since its official launch.4 -7.6 14.9 -1.1 -3.6 6. Therefore there may be potential for a more youth-focused energy drink such as Red Bull. Its ability to weather the financial storm and the harsh competition shows the viability of the product and the brand.7 100.2 2.2 -1.Energy Drinks Opportunities Soft Drinks: Red Bull GmbH © Euromonitor International Red Bull Emerging in Japanese Sunset Energy Drinks • One key target market for Red Bull over the coming years is reported to be Japan.2 -8.2 19. The challenge is to grab the market shares from existing players when there is little room to grow the market size.6 -3.4 -10.9 8. Japan .4 -2. However.8 6. energy drinks have traditionally targeted male working professionals in their 20s and 30s to revitalise their minds while at work.8 -2.0 30 .1 4.1 Otsuka Pharmaceutica l Co Ltd Suntory Holdings Ltd Coca-Cola Co.3 -2. albeit from a very low base.2 -0.Major Energy Drinks Companies by Offtrade Volume and Performance 2006-2009 Company % growth % growth % growth Company 2006-2007 2007-2008 2008-2009 share % off-trade volume 2009 -2. • In 2008-2009.6 -2. The marketing message should be focused on differentiation.

However. it signals the prospect of further strong growth across the forecast period. Suntory assumed leadership in energy drinks in 2009 with its acquisition of Frucor (V brand). Albeit from a low base. Hence. • Red Bull should strive to establish contacts with key retail clients and secure shelf space for the market change. which is an impressive situation. this trend is reflective of energy drinks moving from impulsedependent purchasing to planned consumption. with supermarket pricing well below that of the impulse channels. Red Bull changed its distribution model in Australia and started to handle and operate its own distribution by selling direct and through a network of independent wholesales. Asahi has also expanded its operation in the region with its acquisition of Cadbury Schweppes’s beverage business. this move will see a diminution in average unit price. 31 . • Despite the economic slowdown. energy drinks managed high double-digit off-trade volume growth in 2008-2009. • In 2009.Energy Drinks Opportunities Soft Drinks: Red Bull GmbH © Euromonitor International Changing Competitive Landscape in Australasia • Red Bull ranked second in energy drinks in Australasia and the company is facing competition from Japanese companies Suntory and Asahi. This will allow Red Bull to closely monitor its sales and respond swiftly to the retailers. and made even more attractive through multipacks. chiefly due to the increase in sales through supermarkets. Both Suntory and Asahi are strong and active players in energy drinks in Japan.

Soft Drinks: Red Bull GmbH © Euromonitor International Strategic Evaluation Competitive Positioning Market Assessment Energy Drinks Opportunities Brand Strategy Production and Operation Recommendations 32 .

and which currently are much more niche-positioned. but rising consumer price sensitivity and growing competition from lower-priced alternatives have clearly made the move to new pack sizes a necessity. in combination • • • • • • with the pack design. Whilst it is unclear if the consumers for Red Bull Cola are new recruits or Red Bull’s hardcore followers. More recently. as evident from the company’s recent launch of Red Bull Cola. The new pack sizes are in response to consumer demand for more value for money. The brand was first extended in 2003 with the introduction of a sugar-free variant. clearly an attempt to attract more female consumers who are put off by the original version’s high-calorie content. a “New Age” drink based on natural ingredients that is available in a number of European markets.e. i.e. larger 355ml. The high unit price of these drinks may restrict the volume sales. shied away from extending its brand into new product categories. but it is still too early to judge. While the company does not appear to be averse to the introduction of new brands. Since its launch. Red Bull appeared hesitant in introducing new pack sizes of its Red Bull product. the 250ml slimline can which is. or Sabai wine spritzer in the UK. in combination with rising competition from rival products offering larger can sizes at a lower unit price.Energy Shot • Red Bull’s success is essentially built from one single product. which represents the first extension of the brand outside its core category. the brand extension seems to be taking off. the company introduced Red Bull Shot to compete against other shots such as Relentless and Lucozade. 33 . easily noticeable and instantly recognisable on store shelves. the Red Bull brand is likely to be eating up most of the company’s (already large) marketing budget. until recently. The company has. However. 473ml cans and multipacks. this attitude is slowly changing. i. Apart from its Red Bull brand. Despite the negative headlines regarding the possible traces of cocaine. In 2009. These products are normally displayed side by side near the checkout counter. This includes Carpe Diem. the company also has a number of other brands which do not enjoy the same high profile as Red Bull. the brand has not been doing badly given the saturation of the consumption of carbonates and the harsh competition of existing brands.Brand Strategy Soft Drinks: Red Bull GmbH © Euromonitor International Red Bull New Brand Extension . the brand has been extended to include new pack sizes. and indeed already has other brands in its portfolio. and at present there are no signs that the company is looking to build another mega brand alongside Red Bull. even though they carry lower profit margins. Red Bull Cola recorded a market share in a few markets including the UK and Spain.

refers to negligible sales 2008 6. If a product is right for the market and has the right price backed by a wide distribution network. which is responsible for promoting healthier lifestyles. These products led to speciality regular colas being the fastest-growing category in 2009. manufacturers continued to focus on naturalness after the launch of Red Bull and Pepsi colas with natural ingredients. • The lessons learnt from the UK means that manufacturers should not be deterred by the maturity of consumption and the stiff competition.1 0.Red Bull Cola Creates Little Buzz in UK • In 2008-2009. To capture consumers’ aspiration for health and wellness products. showed that in 2009 awareness of the existence and role of the agency had not significantly increased since the previous year. A tracker survey by the Foods Standards Agency. however.Brand Strategy Soft Drinks: Red Bull GmbH © Euromonitor International Naturally Attractive . the cola carbonates category in the UK saw a little makeover in terms of ingredients used.3 1. The marketing strategy.5 0. Red Bull Cola caused controversy in Germany in 2009.8 0. consumers who are interested in leading a healthy lifestyle were more inclined to opt for more natural products and natural cola brands Red Bull Cola and Pepsi Raw. • In the recessionary UK. launched in 2008.2 34 . benefited from this.5 0.8 1 0. However.4 0. it is still able to stand out from the crowd.4 0. has to be shrewd. some consumers switched back to sugarised cola carbonates. which was reported to contain traces of controversial ingredients. However. Major Markets for Red Bull Cola by Off-trade Volume mn litres in Cola Carbonates Country United Kingdom Spain Switzerland Ireland Italy Azerbaijan Note: .2 2009 8. which actually pushed up the offtrade volume sales growth of cola carbonates to 2% in 20082009.

The brand’s sponsorship of cultural and sporting events builds on this image. with up to 40% of sales invested in marketing and promotion activity. an association with “danger” is not a bad thing – at least not for its core base of young consumers. which currently have a very low turnover and have certainly not reached the level of success the Red Bull brand has. It is. This helps to generate a sense of underground excitement about the brand. such as Carpe Diem in the UK. including cutting-edge electronic music and extreme sports.Brand Strategy Soft Drinks: Red Bull GmbH © Euromonitor International Red Bull Thrives on Notoriety Among Core Following • Red Bull’s eponymous brand has achieved remarkable global success. marketing support and targeting. a “New Age” drink positioned on the basis of “natural ingredients”.g. Its popularity in the nightclub circuit as a mixer with spirits has also played a major part in the brand’s success among its target audience. the opposite will be the case – the more controversy it causes among older generations. the more younger consumers will embrace the product. The introduction of stand-alone brands would allow more specific targeting and would allow more flexibility in the positioning of the products without risking alienating parts of the consumer base. however. targeting non-mainstream areas. and any reference to any potentially dangerous ingredients have certainly helped to make the product an even bigger hit among the core youth demographic. in contrast to more mainstream approaches to advertising. the brand may have potential to reach a wider consumer base and grow beyond its current niche – thus reaching health-conscious consumers that cannot be reached and indeed. Red Bull has a number of brands in its portfolio. as the drink may lose its “street cred” as a result. sponsorship and TV advertising. trying to attract older consumers to the drink through a more traditional positioning may alienate its core audience. Buzz marketing. while on the other hand. 35 . very likely that this image of “notoriety” works against the brand’s expansion beyond its core youth demographic. Marketing remains central to the brand’s • • • • • success. There are consequently limitations on how far the brand’s reach can be extended to other consumer groups without risking losing the core audience. with the Red Bull brand. With the right positioning and a more mainstream flavour profile (e. On the contrary. as a “sophisticated adult” carbonate). should not be targeted. An image of notoriety. In energy drinks. including handing out free samples at campuses and events where under 30s gather. Red Bull’s marketing has historically been built on a 3-pronged approach incorporating buzz marketing. The launch of the Red Bull Magazine helps the Red Bull community to connect and engage and it is a clever strategy to retain consumer loyalty. is often used as a way of initially raising consumer awareness when entering new markets. danger and controversy has always been actively sought by the company. and may be a better option for the company to reach out to new consumers.

Soft Drinks: Red Bull GmbH © Euromonitor International Strategic Evaluation Competitive Positioning Market Assessment Energy Drinks Opportunities Brand Strategy Production and Operation Recommendations 36 .

which makes it unaffordable for some low-income consumers particularly in emerging markets. • The company handles its distribution differently in different markets. In some countries. Red Bull should consider building a manufacturing hub to serve a wide geographic area. For example. it has a wholly-owned subsidiary which distributes and markets its own products.900 employees around the world. The high energy costs and logistics costs has rendered a high selling price for Red Bull. • The company has 6. The company reported that around four billion cans of Red Bull are consumed every year. the company has agreements with major distributors. Red Bull seems to be sticking to its production strategy of one single production facility. not far from Salzburg. production in Mexico to serve the Americas and a facility in China to serve Asia. The company exports its product around the world. In the long run. • While many soft drinks companies are tying to build their production facilities closer to consumers.Production and Operation Soft Drinks: Red Bull GmbH © Euromonitor International Rethink Single Production Facility? • Red Bull has a single production facility located in Austria. Red Bull’s headquarters is in Fuschl am See. Austria. which incurs high transportation costs. 37 . In some countries.

Soft Drinks: Red Bull GmbH © Euromonitor International Strategic Evaluation Competitive Positioning Market Assessment Energy Drinks Opportunities Brand Strategy Production and Operation Recommendations 38 .

Premium pricing may become more difficult to sustain with ever intensifying competition in the category. due to its lower unit price.Recommendations Soft Drinks: Red Bull GmbH © Euromonitor International Being “The Original” Will Not Guarantee Long-Term Success Be prepared for Monster’s European onslaught The US is a key contributor to Red Bull’s global revenues. Red Bull’s share has been gradually declining. and furthermore the main contributor to global growth of energy drinks over the forecast period. but it is also a necessity due to the fact that the product is produced at only one location in Austria and exported to all other markets. Do not attempt to reconcile Red Bull with the “health trend” Red Bull’s premium positioning is in part a conscious decision by the company to differentiate the brand from carbonates. and are appreciated by this young consumer group keen to set themselves apart from older generations. Red Bull needs to dedicate a major proportion of its global marketing budget on defending its share in this key market where being “the original energy drink” no longer guarantees the leadership position. In this key market. Is one-location production sustainable in the long term? Energy drinks are arguable the “antithesis” of the health and wellness trend. and while a healthier positioning (as that attempted with the Red Bull Cola line extension) may attract older consumers. with consumers being offered better value for money through larger cans. Health is not top of this consumer group’s mind – on the contrary. the company started to roll out the Monster brand in European markets (including the key UK market). Erosion of share in US is a concern Monster overtook Red Bull as the number one energy drink brand in its home US market. In the US. in particular during the current economic downturn. Retaining an edgy image is vital for success with this core group of consumers. it has been relegated to the country’s number two energy drink. In the long term. behind dynamic rival Monster. In 2008/2009. Red Bull may need to reassess its one-location production strategy and spread production across regions to retain its profit margins even if it comes under greater price pressure from rival brands. it risks damaging the brand’s “street cred”. Targeted at Generation Y consumers. Monster’s success was. the more attractive it becomes to young consumers. and in volume terms. in addition to strong branding. as part of a distribution agreement with The Coca-Cola Company. and its owner Hansen Natural has ambitious international expansion plans. 39 . the more controversial a product (and the more it is criticised by older generations). In mature Western European energy drinks markets this positioning may also find a receptive audience. the drinks are about “living life to the max”. which also raises the product’s price in those markets.

Interactive Statistical Database Market sizes.euromonitor. the complete market analysed at levels of category detail beyond any other source. This research from Euromonitor International is part of a global strategic intelligence system which offers a complete picture of the commercial environment .. comprehensive coverage of supply-side and demand trends and how they shape the future outlook.com or contact your local Euromonitor International office: London + 44 (0)20 7251 8024 Chicago +1 312 922 1115 Singapore +65 6429 0590 Shanghai +86 21 63726288 Vilnius +370 5 243 1577 Dubai +971 4 372 4363 Santiago +56 2 9157200 40 . Strategy Briefings Executive debate on the global trends changing the consumer markets of the future. Also available from Euromonitor International: Global Briefings The state of the market globally and regionally.Soft Drinks: Red Bull GmbH © Euromonitor International Experience more. relevant insight published every month. Learn More To find out more about Euromonitor International's complete range of business intelligence on industries. market shares.. Country Market Insight Reports The key drivers influencing the industry in each country. Global Company Profiles The competitive positioning and strategic direction of the leading companies including uniquely sector-specific sales and share data. countries and consumers please visit www. emerging trends and pressing industry issues: timely. distribution channels and forecasts.

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